Global institutions: Transforming international development agencies into learning organizations
探讨如何将世界银行等国际发展机构转变为学习型组织，对比了主动学习与被动吸收、内在动机与金钱激励、本地创新与通用方案、隐性知识的横向学习与编码知识的垂直转移等主题。
Executive Overview Transforming a company may have many interesting similarities to transforming a country. For instance, many executives have learned that increased capital investment does not necessarily build a better company, and international development institutions like the World Bank have learned painfully that investment in physical capital is also not the key to economic development. Knowledge embodied in human capital is now seen as key in economic development, and in knowledge-based companies or organizations. Executives developing learning organizations will share many problems with development institutions trying to foster knowledge-based economic development in the Third World. As knowledge-based transformation is learning writ large in both companies and countries, this article applies an activist philosophy of education, organizational psychology, and pedagogical theory to the international problems of economic development. The topics treated include: (1) methodologies of active learning in contrast to passive absorption of knowledge. (2) intrinsic motivation for changes in contrast to changes induced by monetary incentives, (3) local reinvention of best practices in contrast to implementation of universal recipes, and (4) horizontal learning of tacit knowledge in contrast to vertical or top-down transfers of codified knowledge. The various themes are brought together in the contrast between an open learning model of a knowledge institution and a church model of an organization promulgating branded knowledge.